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Overtime Overhaul: New Rules, New Challenges

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Overtime Overhaul: New Rules, New Challenges

The U.S. Department of Labor’s new overtime rule represents one of the most significant compensation shifts in years. 

By dramatically raising the salary threshold for exempt status under the Fair Labor Standards Act (FLSA), the rule reclassifies millions of American workers, making them newly eligible for overtime pay.

For HR teams, this is far more than a simple compliance update; it’s a massive operational challenge with deep financial and cultural implications. 

The hurdles of implementation vary widely across industries—a tech startup with a flexible “always-on” culture faces a different set of problems than a retail chain with thousands of store employees whose duties must now be meticulously tracked.

Navigating this transition successfully requires foresight and a clear understanding of the potential pitfalls. 

To gain on-the-ground perspective, we turned to a panel of seasoned HR experts and business leaders from across industries with one critical question:

“As HR teams update overtime pay compensation in light of recent legislative updates, what is one implementation challenge they could potentially face in your industry?”

Their insights serve as an essential guide for any organization working to align with these new regulations, revealing the key challenges and strategic considerations for a smooth and compliant transition.

Read on!

Martin Weidemann
Owner, Weidemann.tech

Martin Weidemann

One of the biggest implementation challenges is adapting legacy payroll systems to handle nuanced, real-time rule changes across multiple jurisdictions—without disrupting operations.

In my own companies, which span across fintech and luxury services in Mexico, this became clear when managing a team with hybrid shifts, bonuses, and on-call structures. Many payroll platforms simply weren’t built for dynamic rules tied to hours worked, variable rates, or multi-role staff.

What made it even more complex was the communication gap between legal updates and HR tech—compliance would change, but systems lagged behind. We had to bridge that manually, often by updating spreadsheets or APIs on the fly. It’s not just a technical issue; it’s an operational one that impacts trust, accuracy, and morale. And for industries that move fast, like tech or aviation, lagging here can mean real legal risk.

Joe Spisak
CEO, Fulfill.com

Joe Spisak

One significant challenge HR teams in our industry face when implementing updated overtime pay regulations is managing the cost implications across a diverse workforce with varying seasonal demands.

In the 3PL world, we operate in an environment where peak seasons can require substantial overtime hours from warehouse staff. The recent increases in salary thresholds for exempt employees—moving from $684 to $844 weekly, and eventually to $1,128 weekly—create a complex reclassification puzzle that affects operational planning.

I’ve seen firsthand how this impacts our partners. A mid-sized 3PL we work with recently had to reclassify nearly 30% of their warehouse supervisors as non-exempt, dramatically changing their labor cost structure. Their HR team wasn’t just dealing with payroll adjustments—they were navigating employee morale issues as formerly salaried staff adjusted to punching time clocks.

The implementation challenge extends beyond paperwork. It requires recalibrating entire workforce management systems, especially when dealing with seasonal volume fluctuations. Many 3PLs have traditionally relied on flexible overtime arrangements during peak periods, and these regulatory changes force a fundamental rethinking of staffing models.

What makes this particularly challenging is the timing—these changes are hitting during a period when fulfillment operations already face margin pressure from rising carrier rates and warehouse space costs.

For HR teams, it’s not simply about compliance; it’s about implementing these changes while preserving operational efficiency and maintaining service levels for eCommerce clients who expect consistent performance regardless of regulatory shifts.

The most successful implementations I’ve witnessed involve HR partnering closely with operations to model different workforce scenarios, using data analytics to predict impact points, and creating clear communication channels to help employees understand how and why their compensation structures are changing.

Chris Brewer
Managing Director, Best Retreats

Chris Brewer

In the wellness retreat industry, one big challenge HR teams face updating overtime pay due to 2024 FLSA changes is reclassifying exempt employees to non-exempt. Many retreat staff, like facilitators, were salaried above the old $684 weekly threshold but fell below the new $844 (July 2024) or $1128 (January 2025).

Tracking hours for these roles, often involving irregular schedules at remote sites, is a nightmare. I saw a Peru retreat struggle with this—staff felt micromanaged when asked to log hours, tanking morale. Advice? Use simple time-tracking apps like Toggl and train managers to communicate the change as a fairness win, not a demotion.

Andy Danec
Owner, Ridgeline Recovery LLC

Andy Danec

One of the biggest implementation challenges we face in the addiction treatment industry when updating overtime pay policies is balancing compliance with continuity of care. At Ridgeline Recovery, our team operates 24/7. Clients don’t stop needing support just because the clock hits a certain hour. That means our counselors, support staff, and medical team often work odd hours, weekends, or get called in during emergencies.

With new overtime legislation, HR teams must rethink scheduling, payroll structures, and staffing without disrupting client care. The problem? You can’t always predict how long a crisis will last. Forcing strict cutoff times or limiting hours to control costs can create gaps in care or lead to burnout if team members feel like they’re being micromanaged around the clock.

We addressed this by investing in better workforce management software—real-time tracking, clear overtime alerts, and smart scheduling based on actual demand. But the real shift was cultural: making sure our staff understood their rights, our obligations, and that any changes in policy wouldn’t compromise the mission.

HR must walk a tightrope. You have to stay compliant, yes—but in healthcare and recovery, you also have to stay human. That’s the challenge.

Joel Miller
President, Miller Pest & Termite

Joe Miller

One big challenge I’ve seen firsthand is adjusting overtime policies for employees who split their time between roles that do and don’t qualify for overtime.
We encountered this issue at a field services company, where some team leads were hands-on in the field part of the week. The rest of the time, they handled scheduling and reporting.

When the new rules took effect, HR had a difficult time determining when those employees were eligible for overtime and when they weren’t. It was a tracking nightmare and led to some underpayments early on, which we had to correct.

We eventually moved to a time-tracking system that let employees categorize their hours by activity type, but even that took weeks of training and buy-in. The key learning was that compliance isn’t just about updating policy—it’s about making sure the tools and behaviors on the ground support it. You can’t rely on memory or assumptions when classifying labor anymore. To stay ahead of these changes, you must design your workflows to reflect the law, not the other way around.

Derek Emery
CEO, Cash For Cars Los Angeles

Derek Emery

Being the CEO of Cash for Cars Los Angeles since 1999 and having a 30-plus years of experience in the sphere of business and finance, I have noticed that the HR teams working in the sphere of automotive services have a peculiar problem with adjusting to the new policies of paying overtime: matching the inflexible legislative system with the anarchic pace of the industry.

Our industry is driven by uncertainty unlike the predictable office settings, seasonal peaks (e.g. holiday vehicle sales), post-disaster sudden rise requests, and inventory cycles that rise and fall.

As an example, customer traffic can repair suddenly and double because of one hailstorm, and technicians have to work long hours.

However, new overtime regulations offer tight limits on the number of hours as well as complicated payments calculations, which presents a paradox: limit overtime to meet the regulations, and lose income during busy periods; be flexible, and watch labor costs spiral.

The other potential obstacle that has been ignored is the fragmented workforce in our industry. The auto service positions, techs, sales people, detailers all have different pay structures (salespeople get commissions, mechanics get piece rates).

It is a minefield of compliance to design overtime policies that reasonably take such disparities into consideration.

A survey by the Automotive Service Association (2021) found that 38% of companies are having a hard time retaining skilled technicians; errors in pay transparency may help speed up the process.

Workers may leave in anticipation in case they dread earning less income in the event of new regulations, thus incurring fewer hiring expenses than the cost of conformity.

Finally, there is the integration of technology that makes it difficult. Automation increases efficiency, but watching over AI-generated diagnostics or answering customer portal requests after hours erases the distinction of a regular workday.

Defining overtime applicability to hybrid jobs (ex: a technician who manages robotic repairs) requires imaginative resolutions- something that HR departments seldom have to deal with in non-tech intensive sectors.

Workforce planning, flexible scheduling software, and honest communication are not negotiable when it comes to handling these legislative changes without compromising the quality of service and staff morale.

Mark Niemann
CEO & Co-Founder, MeinOffice

Mark Niemann

One key implementation challenge HR teams may face when updating overtime pay stems from the complexity of aligning compliance with operational agility, particularly in industries like ECommerce and tech-driven services:

Varying job roles: The rapid evolution of hybrid roles in marketing, content creation, and customer experience makes classification under new wage regulations harder.

System integration: Legacy HR and payroll systems often lack the flexibility to adapt quickly, leading to delays or inaccurate calculations.

Talent retention risk: Sudden compensation structure changes can affect morale or prompt dissatisfaction if not communicated transparently.

To mitigate these, it’s essential to:

  • Conduct job audits to clearly define exempt vs. non-exempt roles.
  • Upgrade digital tools for real-time compliance tracking.
  • Proactively communicate policy changes to build understanding and trust.

Andres Bernot
Founder, WOW! Shirts

Andres Bernot

HR departments in the clothing trade encounter a problem linking changes in overtime compensations with varying production patterns in the light of new laws.

We are selling shirts, we work with made-to-order, custom design, so we can rapidly increase workload, especially when there is a seasonal trend.

For example, when some new design is popular we usually have many orders that need overtime. Compensating in such peaks may be complicated.

Without a swift response and clear communication of changes by the HR teams, employees could develop a belief that the system is not fair, which can be dejecting.

To manage that, the HR needs to juggle between the legality and the effective communication so that the employees could feel appreciated and so that there would be no kinks in the working process at such crucial times.

Dr. Kirk Adams
Disability, Equity, & Inclusion Advisor, Innovative Impact LLC

Dr. Kirk Adams

When HR gets overtime policy wrong, it’s not just a payroll issue. It’s a people issue.

Employees with disabilities often work under modified schedules. Some share roles. Others use assistive tech.

These accommodations change how hours get tracked. But most systems weren’t built for that.

They miscount hours. They miss productivity. And they cause underpayment.

Not because of bad intent but because of bad design. That’s where trust breaks. That’s where legal risk grows.

HR leaders must act. Train your managers. Choose systems that flex. Bring in experts who understand disability inclusion.

Compliance is the floor. Equity is the goal. Leadership means knowing the difference and doing better.

Hayley Gillman
CEO, BOTI

Hayley Gillman

The main obstacle for HR teams extends beyond numerical challenges because it involves dealing with human aspects of organizational change.

The change from exempt to non-exempt employee status affects payroll operations while transforming employee perceptions about their work responsibilities. The shift in tracking work hours creates a sense of micromanaging for employees who previously enjoyed flexibility in their work. When communication about compliance updates is not handled properly the process transforms into a perceived demotion for employees.

The key? The solution requires organizations to modify both their policies and employee attitudes. The explanation should include both legal requirements and fair pay principles and employee protection aspects. Managers need training to conduct these conversations while showing understanding toward their team members. Organizations should spend money on tools that provide smooth time tracking experiences instead of creating overwhelming situations.

The actual expense of overtime updates exceeds monetary costs because it damages employee trust.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Powering Up AI Hiring: Solutions for a More Equitable Future

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Powering Up AI Hiring: Solutions for a More Equitable Future

As AI-driven hiring tools gain momentum, they promise efficiency and scale in talent acquisition, but they also spark concerns about bias and fairness.

While these systems can streamline recruitment, their potential to perpetuate inequities or overlook diverse talent is a pressing issue.

To dive into this complex topic, the HR Spotlight team reached out to HR experts, AI specialists, thought leaders, and business executives to address a critical question:

Despite concerns of potential bias, AI-driven hiring is gaining traction. In your opinion, what is one serious adverse consequence of this practice within your industry, and how is your organization mitigating this risk?

Their responses reveal real-world challenges, from reinforcing existing biases to misjudging candidate potential, alongside proactive strategies like transparent algorithms, diverse training data, and human oversight.

Join us as we explore the risks of AI in hiring and the innovative solutions organizations are deploying to ensure fairness.

Discover how these leaders are navigating the delicate balance between technology and equity to shape a more inclusive future for recruitment.

Read on!

Ger Perdisatt
CEO & Founder, Acuity AI Advisory

Ger Perdisatt – Acuity AI Advisory

When AI optimises for what worked before, it quietly filters out the people you actually need next.

The real risk in AI-driven hiring isn’t traditional bias — gender, race, or education. It’s corporate success bias: the tendency of AI systems to replicate what has historically worked in your organisation, even when that’s exactly what won’t move you forward.

Trained on past hiring data, these tools surface “safe” candidates who mirror your existing top performers. Familiar degrees. Recognisable companies. Predictable experience. It looks like consistency — but it’s actually stagnation.

          If you’re trying to evolve, these systems quietly optimise against change.

In industries that demand fresh thinking and strategic agility, this creates dangerous blind spots. AI won’t challenge your hiring assumptions — it validates them. At Acuity, we’ve seen how even well-intentioned systems can entrench sameness when they’re designed without forward-looking intent.

The mitigation playbook:

1. Define hiring success forward, not backward.

2. Audit inputs and outcomes, not just interfaces.

3. Use AI to assist, not decide.

4. And remember: culture makes the final call.

There’s justified focus on codified bias in AI systems. But here’s the uncomfortable truth:

      AI screens who you see.

      Culture decides who you pick.

Screening algorithms may be sophisticated — but they’re optimising for yesterday’s success criteria. In a period of transformation (which describes most organisations today), that’s the wrong objective function.

Until we acknowledge this, the risk isn’t just in our tech stack. It’s in our strategic blind spots.

Because real change means hiring for who you’re becoming — not who you’ve already been.

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj – Mixmax

One serious risk of AI in hiring is that it can reinforce existing biases. If an algorithm is trained on past hiring data-and that data has skewed toward certain backgrounds, schools, or demographics-then the AI will replicate those patterns.

At Mixmax, we don’t rely on automated decision-making. As a recruiter, I use AI tools to help draft outreach or summarize candidate feedback, but I still review every application manually. Our hiring is structured, but human.

In my coaching work, I advise clients to write resumes and LinkedIn profiles that are both ATS-friendly and human-readable. But ultimately, no algorithm should replace thoughtful hiring decisions grounded in context.

Tech should support fairness, not shortcut it.

Ydette Macaraeg
Marketing Coordinator, ERI Grants

Ydette Macaraeg – ERI Grants

In the nonprofit sector, one serious adverse consequence of AI-driven hiring is the perpetuation of systemic inequities that directly contradict our mission-driven values.

AI algorithms often reflect historical hiring biases, potentially screening out candidates from underrepresented communities who bring essential lived experiences to our work. This is particularly damaging in grant-funded organizations where diversity, equity, and inclusion aren’t just buzzwords—they’re often funding requirements and core to our effectiveness.

Our organization mitigates this risk through a hybrid approach: using AI for initial resume screening while ensuring human reviewers from diverse backgrounds evaluate all candidates who advance.

We’ve also implemented bias audits of our AI tools, partnering with local universities to analyze our hiring data for disparate impact. Additionally, we maintain structured interview processes with standardized questions and diverse interview panels to counteract algorithmic bias.

The key is treating AI as a tool to enhance, not replace, thoughtful human judgment in building teams that truly reflect the communities we serve. That’s how impactful grants fuel mission success.

Ishdeep Narang, MD
Child, Adolescent & Adult Psychiatrist, Founder, ACES Psychiatry

Ishdeep Narang, MD – ACES Psychiatry

Our work in psychiatry is built on a foundation of human connection. That’s why I see the biggest danger of AI in hiring as its inability to gauge a candidate’s therapeutic presence. An algorithm can screen a resume for keywords like ’empathy’ or ‘compassion,’ but it can’t detect the genuine warmth, clinical intuition, and unwavering stability a person projects in a room.

That felt sense of safety is the bedrock of a therapeutic relationship, whether you’re working with a child who’s too scared to speak or an adult who has lost all trust in others. It’s this intangible quality that allows a patient to feel seen and begin to heal.

To mitigate this risk, I’ve made our hiring process deliberately human. While technology can handle the initial application, its role ends there. I personally meet with every candidate we seriously consider, not just to review their experience, but to understand who they are as a person. I’m looking for the things an AI simply can’t quantify.

I’m reminded of a colleague I once worked with. An AI screening their resume would have likely passed them over for someone with more prestigious credentials. But I saw firsthand the incredible humility and deep care they showed when discussing a challenging past case. That’s the kind of genuine empathy you simply can’t program an algorithm to spot.

In a field built entirely on human connection, the ultimate hiring decision must be a human one. For me, that approach is non-negotiable.

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso – What Kind Of Bug Is This

One serious risk I see with AI-driven hiring is over-reliance on pattern recognition that unintentionally filters out qualified but non-traditional candidates.

In digital marketing, some of our best hires didn’t have agency backgrounds or traditional degrees—they came from journalism, teaching, even theater. However, many AI screening tools heavily weigh resume keywords, which tends to reward individuals who already know how to “speak the language” of the industry. That creates a feedback loop where the same types of profiles continue to rise to the top, and you miss out on diverse perspectives that often lead to stronger creative and strategic work.

To mitigate this, we made a conscious decision to keep our first-round screening partially manual, especially for content and strategy roles. We use tech for volume management—like filtering for basic writing skills or location—but we don’t let AI decide who moves forward. We also include blind writing assessments early in the process.

That levels the playing field and allows us to evaluate candidates based on output, not just their resume history. It takes more time, but it’s helped us build a team with a broader range of thinking—and in our industry, that’s a competitive edge.

Joe Spisak
CEO, Fulfill

Joe Spisak – Fulfill

One serious adverse consequence of AI-driven hiring is algorithmic bias that can perpetuate workforce homogeneity. When AI systems are trained on historical logistics industry data, they risk reinforcing existing workforce patterns rather than promoting diversity.

The logistics industry already faces challenges with representation across different demographics. If AI hiring tools learn from this historical data, they may inadvertently screen out qualified candidates from underrepresented groups who don’t fit the “typical” profile, limiting perspectives and innovation potential within our partner network.

At Fulfill, we’ve implemented a hybrid approach to mitigate this risk. Our AI tools assist with initial candidate screening for our network of 650+ fulfillment partners, but we never allow them to make final decisions. Our human experts review recommendations, applying contextual understanding that algorithms lack. We’ve also invested in diverse training datasets and regular algorithmic audits to detect potential bias patterns.

I’ve personally witnessed how diverse teams deliver superior results for our eCommerce clients. One of our most successful partners initially struggled with staffing challenges until they revamped their hiring practices to be more inclusive. They now maintain a culturally diverse workforce that brings unique perspectives to problem-solving, particularly valuable when handling fulfillment for clients with global customer bases.

The real value in matching eCommerce businesses with the right partners comes from understanding nuanced needs that pure algorithms might miss. That’s why we’ve built our platform to combine technological efficiency with human expertise – creating more opportunities while ensuring fairness in an industry that depends on diverse talent to solve complex logistics challenges.

Rae Francis
Counselor & Executive LifeCoach, Rae Francis Consulting

Rae Francis – Rae Francis Consulting

One of the most serious risks of AI-driven hiring isn’t just bias in data – it’s the erosion of human connection. While AI can be helpful in screening resumes, it can’t assess presence, empathy, or emotional intelligence – qualities that shape not just how someone performs, but how they connect, communicate, and contribute to a team.

Culture isn’t built through credentials alone. It’s built in the in-between – the way someone responds to pressure, the rhythm of conversation, the energy they bring into a room. Those things can’t be captured in data, but they’re often what determine whether someone strengthens or destabilizes a company’s culture.

And when it comes to bias, we need to be honest: if overcoming our own internal biases is hard, imagine the risk of an algorithm trained on decades of biased data – one that operates at scale, without reflection or accountability. Bias isn’t just maintained through AI, it’s multiplied.

Steve Ollington
ADHD Researcher, ADHDworking

Steve Ollington – ADHDworking

Back in 2022 the BBC ran a documentary called ‘Computer Says No’, which suggested the programming behind AI interviews was discriminatory towards neurodivergent people – for example, tracking eye content and facial expressions, which would be biased against people with Autism.

The program suggested AI interviews could be made more inclusive, if the companies and people behind the technology learned about neurodivergence so they could factor that in.

That was three years ago, but unfortunately the issue still doesn’t seem to be on the developers radars. That’s a shame, because it could be used to go the other way, removing some human biases and making recruitment fairer.

Hopefully some of the businesses using this AI will begin having neuroinclusion as part of their criteria for purchase soon – which will lead to the developers of the technology ensuring the (neuro)diversity of their training data.

Martin Weidemann
Owner, Mexico-City-Private-Driver.com

Martin Weidemann – Mexico-City-Private-Driver

One of the most serious risks I’ve seen with AI-driven hiring is how easily it can codify human bias under the illusion of objectivity.

Early on, we tested an AI-based screening tool to help preselect drivers. On paper, it seemed perfect—fast, data-driven, and consistent. But within a few weeks, we noticed a trend: local applicants from low-income neighborhoods in Mexico City were being filtered out disproportionately.

The algorithm had learned to prioritize “punctuality” using proxies like previous job addresses, but what it really did was penalize people who lived further from wealthier zones—where traffic is unpredictable and transit infrastructure lacking. The system had no context for the realities of commuting in Mexico City.

We immediately pulled the plug.

Since then, we’ve gone back to human-led screening, but with one key upgrade: we now use AI only as an assistive tool—not a gatekeeper. It flags applications for review, but final decisions always rest with a trained human who understands local nuance and context. And we track the demographic impact of every hiring round to ensure we’re not repeating mistakes behind the scenes.

For us, tech is there to scale human empathy—not replace it.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Hard-Won Wisdom: Early Career Lessons That Shaped Leaders’ Paths

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Hard-Won Wisdom: Early Career Lessons That Shaped Leaders' Paths

Think back to your first “real” job. 

The lessons you learned—whether from a supportive mentor, a challenging project, or a memorable mistake—likely still resonate with you today. 

These early experiences are more than just memories; they are the foundational principles that shape who we become as professionals.

With this in mind, we asked leaders from the HR Spotlight community:

What’s a lesson that you learned at a job early in your career that you still apply today?

From simple words of advice to career-altering learnings, their stories reveal the profound and lasting impact of our foundational years and offer invaluable guidance for anyone navigating their own journey.

Read on!

Robyn Davis Sekula
Vice President of Communications and Marketing, Presbyterian Foundation

Robyn Davis Sekula

In my mid-20s, I worked for someone who was fond of minimalistic notes, expecting us to do whatever it was he wanted that day by just a word or two in the note.

In one case, I didn’t know what he wanted, or when, so I ignored it because I didn’t want to look dumb and ask.

When it wasn’t complete by day’s end, he was not happy.

Once that note hit my desk, it was up to me to ask questions to ensure I knew what he wanted.

It’s not your fault the instructions weren’t clear – but it is your responsibility to make up for lack of clarity by asking clarifying questions.

Understanding the assignment is crucial.

Danny Ray
Founder, PinnacleQuote

Danny Ray

Early in my career, I worked in sales for a small insurance agency, and one lesson has stuck with me ever since, listening is more powerful than talking.

Above all, I learned that understanding a client’s needs is the foundation of building trust.

For example, instead of rushing to pitch a product, I focused on asking thoughtful questions and truly hearing the answers. In fact, this approach helped me not only close more sales but also build lasting relationships.

Furthermore, it taught me the value of patience and empathy, two traits that are essential in leadership.

Overall, this simple yet profound lesson has shaped how I connect with clients, lead teams, and grow my business today.

Listening isn’t just a skill; it’s a superpower.

Shane Skwarek
Founder & Chief Technologist, S-FX.com Small Business Solutions

Shane Skwarek

When I started my first job at the age of 14, my boss would often preach that “you never gyp a good worker.” 

He’d often go out of his way to make sure that everyone was appreciated for their hard work, even if it was only giving you an extra $5.  

At the time, it didn’t mean much – until I’d later start employing people myself. 

When someone works hard for you, reward them in any way they can. Whether it’s monetarily, a gift card, or just a note of appreciation – people respond well when they know they’re valued.  

More importantly, it’s a better investment to reward those who already work hard for you than it is to try and find someone to replace them.

Allison Jackson
Communication & Wellness Strategist, FractionX

Allison Jackson

My first job out of college was as a copywriter for a major insurance company. There were about 10 of us on the team.

As you might imagine, writing, proofreading, and editing was essential for the role.

We quickly learned the “Six Eyes Rule.” That meant in addition to your eyes, two other people needed to review your work for errors.

This rule has stuck with me for two decades — and has prevented many mistakes!

Genevieve Piturro
Founder, Genevieve Piturro

Genevieve Piturro

Early in my career in the TV syndication business in NYC, I worked for a very creative and bold man. 

I was reserved and hard-working and never wanted to make a mistake. 

We had an opportunity to market new TV movies, and I watched as his imagination fueled him with new promotional ideas. He wasn’t afraid to take a chance and I think he saw something in me that needed to wake up to that same attitude. 

He took me aside one day and said, “Genevieve, I know you’re holding back – GO FOR IT!”  

His words propelled me to dig deep for what I now call MOXIE. I picked up the phone and made a big ask. To my shock, the answer from the other side of the phone was, “I like it, YES let’s do it!” 

And I have been best friends with my Moxie ever since!

Simon Royston
Founder and Managing Director, The Recruitment Lab

Simon Royston

My first Managing Director preached to me that one should ignore the client! 

He argued that you should ignore the client, deliver on what was agreed and save a lot of procrastination and energy.  

In today’s world in certain circumstances, it really can help.  

Too often clients can be closely examining your methodologies and question your every move. Ultimately, the client came to you to solve a problem and that above all else is what matters. 

That is not to say the client journey is unimportant.  

One should always communicate and report progress or maybe seek further information in specific cases. Just be mindful that time is money, and you are paid to deliver on time and within budget.

Lisamarie Monaco
Co-Owner, InsuranceForBurial.com

Lisamarie Monaco

A lesson that I learned long ago and that is valuable to me still to this day is to approach a job by learning it from the back end forward. 

I learned it is important to understand the behind the scenes processes, systems and workflows first so you gain a deeper understanding of how everything works and functions. 

This allows you to have the tools you need independently in that role. And helps avoid relying on others to fill in any gaps or to even fix something when there is a bump in the road. 

This lesson has served me well in my career and in everything I have done since implementing this in my life!

Michael Puck
Founder, Global Dog Art Gallery

Michael Puck

A lesson that I learned early in my career is to challenge everything.  

After eight years in the German military, I moved into HR and transferred to the US. I had no experience with HR in the US, and when I learned how different the US healthcare system works from what I was accustomed to, I designed a model that would give employers more control over healthcare costs. 

In the beginning, I was told many times that this model could never work. Even the Chief Medical Officer of our health insurance carrier told me not to waste my energy. 

After considerable initial resistance (I even got laughed out of the boardroom by my peers on the leadership team), I got the green light to implement the program. 

Right from the start the program engaged over 92% of the employees and even 70% of the spouses. As a result, the company did not receive any healthcare premium increases for five consecutive years, and we reduced the average number of health risks from 2.8 to 1.5. The underwriter calculated our net cost avoidance at over $7 million. 

All of this only happened because I challenged the status quo. The skill of asking probing questions and challenging everything that doesn’t feel right or looks outdated has become the hallmark of my HR career. 

Today, I am working for an HCM think tank where we take on the most pressing challenges today’s business and HR, in particular, face. 

My professional focus these days is based on this early lesson in my career: Challenge Everything.

Karen Southall Watts
Author, The Solo Working Day

Karen Southall Watts

Early in my career I learned to prepare for inappropriate interview questions, because they will happen. 

As a young woman I was often asked about pregnancy, potential pregnancy, and my children. Shockingly, these questions usually came from female interviewers and were often prefaced with remarks like, “I know I’m not supposed to ask this” or “Just between us women” as ways for interviewers to excuse their inappropriate and illegal behavior. 

When the job market is tough, these types of questions increase, because employers know candidates are desperate and can be tricked or coerced into answering. 

Later in my career as an educator and coach I advised clients and students to prepare for questions to pop up on age, religion, family issues, or national origin. 

It’s important for candidates to know in advance how they will handle this—confront, deflect, or answer—and what these kinds of questions mean about an employer.

Craig Attiwill
Founder & CEO, Peloton Technologies

Craig Attiwill

A lesson I learned early in my career can be summed up in one quote: “Insanity is repeating the same mistakes and expecting different results.” 

It’s not a quote from anyone in particular (I don’t think!), let alone anyone famous for their quotes. It’s just a life lesson from the collective.  

It’s not just about learning quickly from your mistakes and moving on. It’s remembering that others have likely made these mistakes, and the result is not going to be any different for you. 

One way to avoid the expensive learning process is to spend more time reading, researching and learning from peers  – understand how others in your role or in your industry have tripped along the way, and then choose another path.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Combating Employee Burnout: Industry Insights and Organizational Strategies

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Combating Employee Burnout: Industry Insights and Organizational Strategies

Employee burnout has evolved from a wellness topic to a multi-billion-dollar operational risk for businesses worldwide.

Defined by severe physical and emotional exhaustion, it directly degrades productivity, increases absenteeism, and inflates healthcare expenditures, posing a significant threat to organizational performance.

The profound impact on individual well-being is clear, but the systemic nature of its causes—from unmanageable workloads to a lack of organizational support—demands a strategic, not just a tactical, response.

Acknowledging burnout as a systemic business problem, rather than an individual failing, is the critical first step.

And a problem understood is a problem half-solved.
To learn more about the other half of the equation, we reached out to HR experts and business leaders from the HR Spotlight community, posing to them the question:

What is the most prevalent contributing factor to employee burnout in your industry? What initiative or strategy does your organization implement to address this issue?

Read on!

Lucila Russo
Human Resources Director, Roar Media

Lucila Russo – Marketing

As the HR director for Roar Media , a multinational integrated marketing with 65 team members, I’ve noticed employee burnout often stems from the onslaught of tight deadlines and the “always-on” nature associated with this industry.

Which is why the agency addressed these challenges by systematically re-hauling our human capital management programs, listening to and prioritizing our team member’s individual needs.

As such, we developed programming and HR policies that offer flexible schedules, a “work away from office” policy that allows employees a degree of geographic autonomy, and 28 days of PTO in their first year.

In addition, we provide paid time off during the period of Chrismtas to New years and a Roar Media team employee appreciation day falling on the last day of spring break. We also initiated “No-meeting Thursdays” that ensures uninterrupted focus time.

We have also created a champion program across wellness, professional growth, team building and recognition. Our wellness champion’s program enables our team members to have access to year-round the a wellness and progressional development budget and resources that supports the team’s mental and physical health, as well as professional growth.

All these things work together to prevent burn out and foster a culture of collaboration and wellbeing.

Kevandre (Dre) Thompson
Director, Dre Thompson

Kevandre (Dre) Thompson – Recruitment

One of the most prevalent factors contributing to employee burnout in my opinion, is being stretched too thin within a lean team or having an overwhelming workload. 

When workloads consistently exceed the capacity a manager, team, or individual contributor can deal with  a multitude of things begin to happen. For example, stress levels rise, leading to exhaustion and decreased productivity in managing tasks, day to day duties, as well as other job functions. 

Without proper support, employees struggle to maintain a healthy work-life balance, which ultimately impacts engagement and retention overall.

To address this, I encourage employees to utilize their organization’s Employee Assistance Programs (EAPs), PTO, and mental health days to recharge,regroup, and refocus. 

Having regular check-in calls with managers fosters open communication, allowing employees to voice concerns before burnout escalates (and coming up with solutions to prevent burnout). 

In addition, team-building activities help strengthen morale and create a supportive work environment. 

Prioritizing well-being isn’t just a strategy, it’s imperative to sustaining a high-performing and engaged workforce.

Sara Thomas
Advisor, Mother Cover

Sara Thomas – Recruitment

One big reason employees burn out is the blurred line between work and personal life when a coworker goes on parental leave. When someone takes maternity or paternity leave, their work is usually spread across teammates who are already busy. This can lead to longer hours, constant emails, and difficulty unplugging from work.

Mother Cover solves this problem by bringing in skilled professionals to step in during parental leave. This keeps workloads balanced, helps teams avoid burnout, and allows new parents to fully disconnect without worrying about overloading their coworkers. It’s a simple but effective way to support both employees and businesses.

Sanju Zachariah
Owner and President, Portiva

Sanju Zachariah – Healthcare

In the healthcare industry, one of the most prevalent contributing factors to employee burnout is the relentless pace and emotional toll of patient care.

Staff often deal with long hours, high patient volumes, and the stress of ensuring quality service in an environment where resources can be stretched thin.

At Portiva, we address this issue by focusing on employee well-being through a combination of flexible work schedules, access to mental health resources, and fostering a culture of open communication. We prioritize creating a supportive environment where team members feel valued and heard.

Regular training on stress management and offering opportunities for professional growth are also key aspects of our strategy, ensuring our staff remains engaged and resilient in their roles.

Jean Christophe Gabler
Publisher & Founder, Yogi Times

Jean Christophe Gabler – Wellness

Burnout is frequently underestimated in the wellness sector, yet it can strike in unexpected ways. Long hours aren’t the only aspect of the job.

Holding emotional space for others is what it’s all about. Deep energy production is necessary for the profession, whether it involves coaching individuals through change, teaching a class, writing about personal development, or assisting someone in overcoming stress.

That emotional commitment and ongoing presence adds up.

Because their work is so closely linked to assisting others, many people in this field feel as though they are unable to move away. It is more difficult to pause when they are more concerned about their work.

We deal with this at Yogi Times by integrating rest into our daily routine.

Simply working too much does not cause burnout. They burn out because they never fully recover. Because we organize our work in cycles, there is real rest following bursts of creative activity.

When there are no outside interruptions during deep concentration hours, the work itself feels less taxing. Intentional communication keeps people from becoming overwhelmed by notifications. Because pointless chatter quickly depletes energy, meetings are kept to a minimum.

Simplified decision-making reduces mental exhaustion. People can remain involved without feeling exhausted when minor stressors are lessened because they accumulate over time.

Burnout isn’t usually immediately apparent. It develops when people repeatedly push past fatigue. Instead of waiting until someone hits a wall, the best approach to prevent it is to incorporate recovery into the process.

Richard Robbins
Owner, TheTechnologyVault.com

Richard Robbins – Technology

Burnout comes from employees working on things they don’t enjoy for long hours without feeling appreciated or valued for what they contribute. To combat this, we have fun employee gatherings where people can get to know each other and feel more connected.

We also try to consistently have our employees set goals that motivate them. Those goals are matched with incentives for achieving them. 

For instance, we set a goal to take our management team on a cruise if we achieved a particular sales goal over the Christmas season. 

Although that season was very busy, with many people working nearly twice as many hours as they were used to, achieving the goal and booking the cruise made it feel as if there was no burnout, and the time off while at sea was the perfect reset for our team.

Josh Norman
Principal & Chief Creative Officer, Texas Creative

Josh Norman – Marketing

Ad agency life is so often synonymous with the term burnout. Ask anyone in the industry. It often stems from the  need for creativity on command, which means grueling 80-hour work weeks that blur all boundaries between professional and personal life. The constant pressure to produce innovative campaigns while managing client relationships and unrealistic deadlines leads to exhaustion no matter what area of the agency you work in. Pair that with the industry’s “always-on” culture of responding to emails at midnight and working weekends, a lot of people in our profession find their initial passion for creative work slowly replaced by fatigue and disillusionment.

After 40 years, our ways of working at Texas Creative have evolved over time. But one of the ways we currently combat burnout is with a simple Venn diagram that determines the type of work we’re willing to take on as an agency. We don’t accept every client that comes our way, but instead we look for clients that fit our culture.

In the three circles of the Good Client Venn Diagram we have the qualities that make a client GOOD — good work, good people, good value. At the center is the perfect client that meets all three. Good work means projects that we enjoy and can be proud of. It’s the fun tasks and the portfolio pieces that make us feel fulfilled. Good people is just that — kind, collaborative, good clients with excellent boundaries who we genuinely enjoy working with. Good value means that the amount of effort we put in is financially well-rewarded.

To have all three is ideal, but we won’t take on a client without an overlap of at least two. If it’s good work and good value, then we can handle a more difficult client. If it’s good people and good work, then the value lies in the feeling of joy we have in the project. And if it’s good people and good value, we can find joy in the most mundane of tasks when doing the work.

At the end of the day, we want our agency work culture to spark joy, not flames. So to avoid burnout, we just have to make sure the things we do at our agency are good.

Marco Manazzone
CEO, Zzone Homes Inc

Marco Manazzone – Construction

The most prevalent contributing factor to employee burnout in the construction industry is often long hours and high stress due to tight project deadlines and safety concerns. This can lead to both physical fatigue and mental stress.

To address this issue, our organization has implemented several initiatives, such as flexible scheduling to help workers manage their time, regular breaks to reduce fatigue, and access to mental health resources. We also  conduct training sessions focused on stress management and resilience, empowering our employees to cope with the demands of the job effectively.

Gerard Virga
Founding Attorney, The Virga Law Firm, P.A.

Gerard Virga – Legal

At my firm, we lead with compassion for both our employees and our clients. Our approach to training new team members and junior attorneys goes hand in hand with a compassionate workplace culture. We’ve created a robust mentorship model that includes extensive shadowing opportunities. 

New attorneys are paired with experienced team members, allowing them to observe real-world legal practice, client interactions, and courtroom strategies. This hands-on approach bridges the gap between theoretical knowledge and practical application. It also enables junior attorneys to learn how more senior staff members manage their caseloads and create healthy boundaries between their work and personal lives.

We cannot assume that employees automatically know how to have a strong work-life balance, especially in industries known for being fast-paced and demanding. Regardless of what opportunities you offer your team to combat burnout, you need to also ensure that everyone knows how to access and implement these opportunities into their lives. 

For example, unlimited PTO is great, but it only works if your team knows how to take a vacation – do they know how and whom to shift their responsibilities so they have coverage while they are out? If they don’t, they won’t use the PTO. 

In short, our firm prioritizes compassion in client service and workplace culture, ensuring new attorneys receive hands-on mentorship. We recognize that work-life balance isn’t intuitive, so we actively guide our team in effectively utilizing resources like PTO, helping them integrate healthy boundaries into their professional lives.

Josh Boardman
Founder, Hewes House

Josh Boardman – Creative

While many managers may think time off is the solution to employee burnout, I have found that time “on”, if directed towards a fulfilling creative task, can be just as rejuvenating. 

My company has offered inspiring creative writing programs to put the pep back in the step of professionals who may feel robbed of creativity by the rigor of their jobs. 

Not everybody needs a vacation — sometimes starting a new novel, the first steps of a memoir, or exploring poetry and short stories can occupy the mind and excite people even more effectively. 

You’d be surprised how many people are experiencing burnout behind desks, people who once dreamed of being successful writers!

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Survey: 65% of Layoff Survivors Say Lack of Training Led to Costly Mistakes

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HR NEWS

Survey: 65% of Layoff Survivors Say Lack of Training Led to Costly Mistakes

As economic uncertainty continues and US workforce reductions ripple across industries, a new survey from Kahoot! – the learning and engagement platform – reveals a critical blind spot in post-layoff workforce strategy: training for the employees who remain. 

While the focus is often on those who are let go, it is the survivors who are left to pick up the pieces with little to no support.

This comes at a time when workplace engagement in the U.S. has dropped to its lowest level in a decade, according to Gallup. New findings from Kahoot! show that organizational disruption, continued workforce and geopolitical volatility, and a lack of structured re-onboarding following a layoff are further fueling that decline, especially among younger employees.

According to the Kahoot! 2025 Layoff Survivor Survey, 65% of layoff survivors said they made a costly mistake or felt unprepared or hesitant to act at work due to a lack of training after layoffs. 

Among Gen Z employees, that number rises to 77 percent—highlighting how younger workers are feeling the impact most acutely. Seventy percent of all respondents said a structured re-onboarding program would have made the transition easier, yet only 27% received one.

“Surviving a layoff doesn’t mean surviving the impact,” said Eilert Hanoa, CEO of Kahoot!. “When companies cut headcount without supporting those who remain, they are not just risking morale and employee engagement. They are risking mistakes, missed opportunities, and lost talent. The knowledge that left with those layoffs is not easily replaced. Without proper re-onboarding, what is lost can ripple across the entire organization.”

Survey: 65% of Layoff Survivors Say Lack of Training Led to Costly Mistakes

Trial and error has replaced training and the hidden tax is falling on employees

Most employees weren’t just doing more after surviving a layoff. They were figuring it out as they went. Eighty-four percent said they spent time during the workweek teaching themselves how to handle new responsibilities. One in four spent more than four hours a week doing so.

Only 27% received structured training or orientation for their new responsibilities. The rest relied on informal support or none at all. Fifty-five percent leaned on peer learning, 44% learned through trial and error, and 28% turned to resources like YouTube or Google to help.

After the Workquake, the aftershock became the job

For many, the workload surge hit on day one. Sixty-one percent said their workload increased immediately after layoffs. That rose to 63% by the end of the first week. A month later, 60% were still carrying more work than before. What began as temporary coverage became the new job.

Despite the heavier lift, 42% said they were frequently or constantly assigned tasks outside their area of expertise without training. While senior-level executives (60%) were more likely to receive structured onboarding for new tasks, only 20% of individual contributors said the same.

“Quiet chaos” took over where leadership should have stepped in

Nearly half of layoff survivors (49%) reported a drop in morale and engagement. For many, the silence that followed was more damaging than the layoffs themselves. Nineteen percent said their motivation took a significant hit and that leadership offered no support. Another 30% said there was some effort to rebuild morale, but it didn’t go far enough.

Adding to the emotional toll, 48% said current global and economic tensions have made things worse. With no clear direction and mounting stress, the result is quiet chaos: unspoken burnout, growing disconnection, and leadership that isn’t showing up when it’s needed most.

The next round of exits will not be layoffs, they will be walkouts

The lack of training and support isn’t just affecting performance, it’s influencing retention. Only 24% said the absence of training and development would have no impact on their decision to stay. Forty-five percent said they would likely leave within the next year if training needs aren’t met. Another 31% said they would stay, but feel less committed to the company.

Younger employees are feeling this most. Seventy-two percent of Gen Z respondents said they’ve considered leaving due to increased pressure and limited support after layoffs.

When fear of judgment wins, learning loses

While 54% of employees said they feel comfortable asking leadership for help or training, the other 46% do not. Eighteen percent worry they’ll appear incompetent, 10% said no resources are available, and another 18% said it depends on the situation.

Despite these barriers, employees want to learn. Sixty percent said access to training improved their ability to contribute to company goals. Eighty percent said they’d be more likely to recommend their employer if learning and development were prioritized, revealing a powerful link between upskilling and loyalty.

About the Kahoot! 2025 Layoff Survivor Survey

This survey was conducted online by Researchscape on behalf of Kahoot! from April 24 to May 1, 2025, and includes responses from 1,064 full-time U.S. workers who experienced at least one company layoff in the past three years.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Revisiting the UK Employment Rights Bill: A Workforce Strategy Shift in Progress

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Revisiting the UK Employment Rights Bill: A Workforce Strategy Shift in Progress

Introduced on October 10, 2024, the UK’s Employment Rights Bill remains a transformative force, continuing to reshape workforce strategies as organizations adapt to its sweeping reforms. 

Tagged as the most significant overhaul of UK employment law in decades, the bill’s 28 measures—many slated for implementation by 2026—are driving HR leaders to rethink policies on flexibility, employee rights, and compliance. 

As businesses navigate this evolving landscape, the bill’s impact on economic growth, productivity, and workplace culture continues to unfold.

Revisiting the Bill’s Core Provisions

The Employment Rights Bill, part of the Labour government’s “Plan to Make Work Pay,” strengthens worker protections while aiming to balance economic stability. Key provisions include:

Day-One Protections: Employees gain immediate unfair dismissal rights, bypassing the previous two-year qualifying period, though a nine-month probationary period allows flexibility for employers. Parental, paternity, and bereavement leave are also day-one entitlements.

Flexible Working as Standard: Employers must now justify refusals of flexible working requests from day one, a shift from broader business exemptions. This covers hybrid, remote, or adjusted hours arrangements.

Zero-Hours Contract Reforms: Workers on zero-hours contracts, affecting up to 900,000 agency workers, can request guaranteed hours based on regular patterns, with compensation for short-notice shift changes or cancellations.

Statutory Sick Pay (SSP) Overhaul: SSP is now accessible from day one of illness, eliminating the three-day wait and £123 weekly earnings threshold, benefiting approximately 1.3 million low-paid workers.

Fire and Rehire Restrictions: Dismissals for refusing new contract terms are deemed unfair unless financial distress is proven, curbing exploitative practices.

Enhanced Worker Rights: Mandatory pay scale disclosure addresses gender pay gaps, third-party harassment protections are strengthened, and collective redundancy consultations now apply across an employer’s entire workforce.

Ongoing Impact on Workforce Strategy

As businesses approach the 2026 implementation timeline, the bill continues to challenge sectors like retail, logistics, and healthcare, which rely on shift-based or desk-free labor. A 2024 Chartered Institute of Personnel and Development (CIPD) survey of over 2,000 employers revealed that 79% anticipate rising costs due to unfair dismissal rules, SSP changes, and zero-hours contract reforms.

Evolving Labor Models: The shift away from zero-hours contracts has disrupted just-in-time staffing. HR Magazine noted that 53% of HR leaders may hesitate to hire inexperienced workers due to reduced flexibility, while 50% of desk-free workers value the stability of guaranteed hours.

Focus on Skills and Retention: Progressive employers are doubling down on skills development and inclusive hiring to address talent shortages. The CIPD reports that 29% of HR professionals prioritize employee engagement, with 26% focusing on retention to build resilient workforces.

Compliance Challenges Persist: The bill’s complexity burdens small and medium-sized enterprises (SMEs), many lacking robust HR infrastructure. A 2024 poll by The Workers’ Union found 92% of companies fear growth constraints or redundancies without sufficient government support.

Adapting HR Policies: Flexibility and Rights in Focus

HR leaders are refining policies to align with the bill’s emphasis on flexibility and employee protections, with several trends gaining traction:

Structured Flexible Working: Companies are formalizing hybrid and remote work frameworks, ensuring clear agreements to manage disruptions like connectivity issues. Amanda Chadwick, an HR expert, stresses robust systems for data security and performance tracking.

Prioritizing Well-Being: With workplace stress rising, mental health initiatives are critical. The bill’s deferred “right to switch off” signals future expectations, prompting employers to limit out-of-hours contact.

Pay Equity Measures: Mandatory pay scale disclosure pushes HR teams to audit compensation for gender, race, and disability gaps. Large employers (over 250 staff) must now publish equality action plans.

Proactive Training: Sexual harassment training is non-negotiable, with third-party harassment protections (effective October 2024) requiring risk assessments in public-facing roles.

Economic and Productivity Reflections

The government’s initial projection of a “small but positive” economic impact is under scrutiny, with business costs estimated at up to £5 billion annually. Some employers report reduced hiring willingness due to heightened risks, yet a University of Cambridge study highlights that stronger employment laws over the past 50 years have generally boosted retention and productivity. Centrica’s success with flexible working and parental support underscores the potential for cost savings through retention.

SMEs, however, continue to seek government guidance to manage financial pressures. The bill’s parliamentary progress, with amendments tabled as recently as March 2025, suggests ongoing tweaks, particularly around redundancy thresholds and SSP flexibility.

Looking Ahead to 2026

With most reforms set for 2026, businesses are using this period to prepare. The CIPD recommends phased policy updates, manager training, and investment in workforce management systems to ensure compliance. HR leaders are also urged to:

1. Update contracts to reflect day-one rights and flexible working mandates.

2. Implement predictable shift patterns to comply with zero-hours reforms.

3. Strengthen employee engagement through union collaboration and transparent communication.

4.Use analytics to track engagement, retention, and well-being metrics.

A Landmark Shift in Progress

The Employment Rights Bill reveals its enduring influence on UK workplaces, pushing organizations toward fairer, more flexible practices. 

While compliance challenges loom, particularly for SMEs, proactive adaptation offers a chance to build competitive, employee-centric workforces. 

As 2026 approaches, HR leaders must balance regulatory demands with strategic innovation to thrive in this transformed labor market.

Written by Grok with inputs from the HR Spotlight team and information sourced from GOV.UK, CIPD, HR Magazine, The Workers’ Union, Shoosmiths, Morgan Lewis, Avado, House of Commons Library, Pinsent Masons, BBC News, Tollers, British Safety Council, Gibson Dunn

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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